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Category: Guiding Principles

How to Treat your End Users

How to Treat your End Users

When implementing technology – it’s easy to forget this point: Your end users are your customers. If you treat them like your customers and thrill them, they’ll tell everyone! If you don’t – they’ll tell everyone! The above may seem obvious, but it doesn’t take more than five minutes searching the terms “Failed Implementation” to see that it isn’t that obvious. Many failed implementations are focused not on the end-users but on the stakeholders. Software implementations configured for stakeholders do…

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Organizational Change Potential – How to Assess

Organizational Change Potential – How to Assess

Part 1 of 5 When you first commit to taking on a technological change, you’ll need to start somewhere to ensure it’s a success. In the book, A Beautiful Constraint – there is a diagram that references that may help as a starting reference. The chart helps assess whether your company is ready for change. It is particularly relevant to a large organization that bought a new software solution to drive digital transformation. Here’s how to read it regarding software implementation…

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Implementation Ethics – Rule #6

Implementation Ethics – Rule #6

If you’ve ever implemented software, you’ve likely come up with a few rules to follow. I mean, of course, you have. You can’t possibly aim to learn the same lesson repeatedly. However, one rule that I try to follow in every implementation is easy to remember. Rule #6: Don’t be an asshole. In the book “The Art of Possibility” by Rosamund Stone Zander and Ben Zander, they paint a picture of how to get out of your own damn way…

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Strategy – Culture’s Favorite Breakfast Snack

Strategy – Culture’s Favorite Breakfast Snack

When Peter Drucker said “Culture eats strategy for breakfast” he was referring to the general health of an organization. Drucker’s tenet, however, is equally relevant when taking on digital transformation within an organization. And it’s often overlooked. When companies purchase software, they hire Project Managers and Contractors to help implement it. Maybe the company brings in a Global System Integrator like Accenture or Deloitte to advise on the Company’s best approach to change. Their Procurement group pours over the cost…

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Implementation Balance – How to Assess your Organization’s Ability to Change

Implementation Balance – How to Assess your Organization’s Ability to Change

Implementing software is a constant balancing act. Focus too much on the Executives, and you’ll use the End-Users. On the other hand, focus too much on the Digital Natives, and you’ll lose the Digital Laggards. A fundamental way to see where your scales may tip is to reflect on your organization’s core elements: Confidence & Capability. Confidence Confidence is the perception of how prepared an Organization’s user base is for implementation. High confidence organizations coincide with the belief that the team…

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The Laws of Implementation

The Laws of Implementation

No matter how large or how small, software Implementations have specific rules. The best Implementation Consultants know when those rules should be bent, broken, or strictly followed. In the implementations I’ve led, I’ve always found the below set of laws invaluable. The rules fall into three categories: Implementation, Change Management, and Communication. Implementation The one thing about Software Implementations is that they take time. And with time comes one crucial rule: Murphy’s Law. Murphy’s Law states that anything that can…

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The Requirements Gap – What to do When Something was Missed

The Requirements Gap – What to do When Something was Missed

There is a Seinfeld episode where Jerry has to take his car to an unknown mechanic. For Seinfeld fans, Jerry was on the outs with Puddy at the time. Anyhow, Jerry is talking to George, questioning a $2000 repair the mechanic suggested, and George’s response was: “Well, of course, they’re trying to screw you! What do you think? That’s what they do. They can make up anything; nobody knows! “Why, well, you need a new johnson rod in here.” Oh,…

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The problem with KPI’s

The problem with KPI’s

Towards the end of his tenure as co-CEO at SAP, Jim Hagemann Snabe discovered that the organization had more than 50,000 key performance indicators (KPIs). Snabe reflected, “We were trying to run the company by remote control. We had all this amazing talent but had asked them to put their brains on ice.” As organizations struggle to find efficiencies, the overindulgence in KPIs is getting a bit out of hand. It is not uncommon for any team or group to…

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This is not BAU

This is not BAU

Coronavirus (COVID-19) is real. It may not be the plague, but it’s for real. South by Southwest (SXSW) did not cancel its conference attended by 300,000 people from around the world because of fiction. Italy did not quarantine 16 million people because of some fake news stories. Coronavirus as a pandemic may be overblown, but it’s real. I can’t believe I had to say the above but we live in a post-fact world where truth can be hard to decipher….

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Email and Slack ARE KILLING ME!

Email and Slack ARE KILLING ME!

I know I’m not alone. I feel the comfort of knowing that I’m not alone, but what are we doing about it? There is so much information, so many requests, so many “Quick Questions” coming my way. It’s out of control. There seem to be no rules. But it seems that so many people agree that meetings are bad, email is a horrible way of working, and slack is like that super annoying guy peering over the cubicle wall every…

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